Question 1

The most powerful of the five competitive forces is usually the

Accepted Answer

A)  competitive pressures that stem from the ready availability of attractively priced substitute products. 
B)  competitive pressures associated with rivalry among competing sellers in the industry for buyer patronage. 
C)  benefits that emerge from close collaboration with suppliers and the competitive pressures that such collaboration creates. 
D)  competitive pressures associated with the potential entry of new competitors. 
E)  bargaining power and leverage that large customers are able to exercise. 
A)  competitive pressures that stem from the ready availability of attractively priced substitute products. 
B)  competitive pressures associated with rivalry among competing sellers in the industry for buyer patronage. 
C)  benefits that emerge from close collaboration with suppliers and the competitive pressures that such collaboration creates. 
D)  competitive pressures associated with the potential entry of new competitors. 
E)  bargaining power and leverage that large customers are able to exercise.

Question 2

A company's broad "macro-environment" refers to

Accepted Answer

A)  the industry and competitive arena in which the company operates. 
B)  general economic conditions plus the factors driving change in the markets being served. 
C)  all the strategically significant forces and factors outside a company's boundaries-general economic conditions,population demographics,societal values and lifestyles,technological factors,and governmental legislation and regulation. 
D)  the competitive market environment that exists between a company and its competitors. 
E)  the dominant economic features of a company's industry. 
A)  the industry and competitive arena in which the company operates. 
B)  general economic conditions plus the factors driving change in the markets being served. 
C)  all the strategically significant forces and factors outside a company's boundaries-general economic conditions,population demographics,societal values and lifestyles,technological factors,and governmental legislation and regulation. 
D)  the competitive market environment that exists between a company and its competitors. 
E)  the dominant economic features of a company's industry.

Question 3

Which of the following is not a relevant consideration in identifying an industry's dominant economic features?

Accepted Answer

A)  market size and growth rate,geographic scope of competitive rivalry,and demand-supply conditions 
B)  number of strategic groups in the industry as well as which groups are most or least profitable 
C)  number and sizes of buyers,number of rivals,and pace of product innovation 
D)  pace of technological change 
E)  current industry position in its life cycle pertaining to the industry's growth prospects 
A)  market size and growth rate,geographic scope of competitive rivalry,and demand-supply conditions 
B)  number of strategic groups in the industry as well as which groups are most or least profitable 
C)  number and sizes of buyers,number of rivals,and pace of product innovation 
D)  pace of technological change 
E)  current industry position in its life cycle pertaining to the industry's growth prospects

Question 4

An industry's driving forces

Accepted Answer

A)  are generally determined by competitive pressures,the sizes of strategic groups,and the power of rival firms' competitive strategies. 
B)  generally act in ways that will strengthen or weaken market demand,make competition more or less intense,and lead to higher or lower industry profitability. 
C)  frequently cause a leveling off of industry growth and a reduction in the bargaining power of buyers. 
D)  are normally triggered by ups and downs in the economy,higher or lower inflation rates,higher or lower interest rates,or important new strategic alliances. 
E)  can be triggered by such factors as growing competitive pressures from substitute products,greater seller-supplier collaboration,and the efforts of rival firms to employ new or different offensive strategies. 
A)  are generally determined by competitive pressures,the sizes of strategic groups,and the power of rival firms' competitive strategies. 
B)  generally act in ways that will strengthen or weaken market demand,make competition more or less intense,and lead to higher or lower industry profitability. 
C)  frequently cause a leveling off of industry growth and a reduction in the bargaining power of buyers. 
D)  are normally triggered by ups and downs in the economy,higher or lower inflation rates,higher or lower interest rates,or important new strategic alliances. 
E)  can be triggered by such factors as growing competitive pressures from substitute products,greater seller-supplier collaboration,and the efforts of rival firms to employ new or different offensive strategies.

The most powerful of the five competitive forces is usually the

A company's broad "macro-environment" refers to

Which of the following is not a relevant consideration in identifying an industry's dominant economic features?

An industry's driving forces

Strategy,Business Models, and Competitive Advantage

Strategy Formulation, Execution, and Governance

Evaluating a Company Resources, Capabilities, and Competitiveness

The Five Generic Competitive Strategies

Strength-Ending a Company Competitive Position: Strategic Moves, Timing, and Scope of Operations

Strategies for Competing in International Markets

Corporate Strategy: Diversification and the Multi-Business Company

Ethics,Corporate Social Responsibility,Environmental Sustainability, and Strategy

Super Strategy Execution-Another Path to Competitive Advantage

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Exam 3: Evaluating a Companys External Environment

The most powerful of the five competitive forces is usually the

A company's broad "macro-environment" refers to

Which of the following is not a relevant consideration in identifying an industry's dominant economic features?

An industry's driving forces

Strategy,Business Models, and Competitive Advantage

Strategy Formulation, Execution, and Governance

Evaluating a Company Resources, Capabilities, and Competitiveness

The Five Generic Competitive Strategies

Strength-Ending a Company Competitive Position: Strategic Moves, Timing, and Scope of Operations

Strategies for Competing in International Markets

Corporate Strategy: Diversification and the Multi-Business Company

Ethics,Corporate Social Responsibility,Environmental Sustainability, and Strategy

Super Strategy Execution-Another Path to Competitive Advantage

Filters